Club of Amsterdam Journal, April 2023, Issue 253

Journals Archive
Journals – Main Topics
Climate Change Success Stories
The Future Now Shows



Lead Article

Management is so passé — it’s co-creation that workers are demanding
by David Weitzner

Article 01

Women in Economics: Gita Gopinath
by CEPR (Centre for Economic Policy Research) & VideoVox Economics

The Future Now Show

"Who's gonna pay for it?"
The Cost of A Pro Human Future

with Brett King & Miss Metaverse

Article 02

Corporate Responsibility
by World Bank

News about the Future

> Namati
> Prospect

Article 03

The development of a discipline
by Peter van Gorsel

Recommended Book

The Ministry for the Future
by Kim Stanley Robinson

Article 04

Here’s how your holiday photos could help save endangered species
by Kasim Rafiq, Liverpool John Moores University

Climate Change Success Story

Eco-friendly Tourism

Futurist Portrait

Stefan Hyttfors

Africa, Banking, Biodiversity, Common Good,
Corporate Responsibility, Diversity, Ecotourism,
Empathy, ENERGY, Funding the Future, Inclusion,
Management, TECHNOLOGY, Tourism, Values, Wildlife

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Felix B Bopp

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Brett King: "Banking is no longer somewhere you go, it's something you do.” “The key skill sets in this new world will belong to the data scientists who understand when, why, and how customers use bank products, and the storytellers who can place the product or service in the customer's life when and where they need it."

Stefan Hyttfors: "What would you do if money was no object? To almost nine out of ten adults the answer is ”something else”. While you might find this sad (I do) it is also proof of a great opportunity. Organisations and leaders who don’t see people as a commodity to be managed in order to grow money, but rather see money as the commodity in their mission to help grow people, and society, is a new trend in Silicon Valley."

Gita Gopinath: "The advantages of globalization are actually much like the advantages of technological improvement. They have very similar effects: they raise output in countries, raise productivity, create more jobs, raise wages, and lower prices of products in the world economy."

Kim Stanley Robinson: “To be clear, concluding in brief: there is enough for all. So there should be no more people living in poverty. And there should be no more billionaires."

Lead Article:

Management is so passé — it’s co-cre:ation that workers are demanding
by David Weitzner


David Weitzner


Today’s workers are rejecting management hierarchies and want more autonomy and teamwork. (Pexels)
David Weitzner, York University, Canada


It’s time for business, political and organizational leaders to give up on “management.”

Workers today don’t want to be managed, even benevolently. They want to be partners in co-creation, where all members are empowered to bring their whole selves to the organization regardless of hierarchies.

Consequently, those uncomfortably perched atop organizational hierarchies are faced with a stark choice: Co-create or manage, because you cannot do both.

As businesses start to envision a post-pandemic world, they are faced with unprecedented challenges, like the so-called Great Resignation that involves millions of employees opting to quit their unfulfilling jobs, and political pressures to “build back better.” As I argue in my recent book, Connected Capitalism, we need to move away from an emphasis on “management” and towards a focus on co-creation.

Management is passé. Co-creation will allow us to thrive in meeting the changing demands of key stakeholders like employees, customers and governments.

Employee malaise

Even before the pandemic, there was a crisis of worker dissatisfaction, with millennials — the generation poised to make up the majority of our workforce — viewing business as out of step with their priorities.

Corporations must commit to a broader social purpose or face disconnected and unmotivated workers unlikely to stay in their jobs. Co-creation builds on that rare and valuable sense of connection emerging in the very best type of purpose-driven co-operative partnerships.

The feeling of connection is so important, I believe we will start to normalize viewing friendship as an essential work resource, since we now know that co-operation is not born of deep analytical calculations, but intuition and feelings.

Often, when management gurus talk about co-operation, what they really mean is managing subordinates into passivity.

Co-operation in this context is contingent on repression. That’s not co-creation.

A man in a suit points towards the camera.

Managing employees into passivity is increasingly a thing of the past.

Panicked responses

When I speak to executives, I often get a panicked reaction: “What does this mean for my power to run the business?!?”

Assuredly, decision-making power stays in the C-suites. But an empowered team only increases the effectiveness of leadership. And while corporate behemoths like Google are leading with this new course of action, a 20-year study of more than 300 companies found human-centric approaches that empowered employees improved performance in a wide variety of settings.

And co-creation is not only about loosening the managerial reins on employees. Many businesses have come to realize that they don’t get the best product by closely managing their suppliers with laundry lists of desired specifications.

Instead, optimal outcomes are often attained by supporting suppliers in co-creation, giving up control and letting them lead the way. This exercise in trust and vulnerability showcases the deepest level of relationship — when two organizations surprise one another by understanding each other so deeply that one delivers what the other wants but did not ask for.

Does the ultimate decision-making power still sit with the paying client? Of course. Clients can demand their supplier’s development team stick to product roadmaps and manage the process so requested features get built.

Are there significant efficiency and reputational risks involved when managers take the liberties afforded by co-creation? Absolutely. But the better question to ask is this — does a path to innovation exist that isn’t full of risk and inefficiencies? I don’t know of one.

Generational shift

Consider current indicators that workers are quitting rather than giving up the ability to work from home.

Michael Solomon, co-founder of 10x Management, explained to me that this is an expected feature of the “talent economy.” Everybody, up and down the hierarchy, is both empowered and willing to take responsibility for what they do.

Whether the outcomes are good or bad, those who take risks own the consequences. Are there risks in letting workers set the terms of how they work? Yes. And to some executives, workers making such demands appear to have an unjustifiable sense of entitlement.

But feeling like you are being managed is antithetical to productive work. Solomon explains this as a generational shift, and warns that the old style of management is being phased out fairly quickly.

a smiling young woman sits at a table looking at her laptop as two colleagues stand behind her also looking at her screen.

Younger employees in particular want autonomy and to feel empowered at work.

Co-creation doesn’t mean we no longer need CEOs. But it may be more helpful to view leading exclusively as a verb and not a noun.

Business researchers are finally emphasizing the relational and dynamic aspects of power, how a leader’s relationships with stakeholders can be a source of support or resistance and how they must continually adapt to changes in social systems.

Human-centric work future

The shift away from the stifling, controlling and outdated dominance of management in favour of co-creation is an absolute must for those helming organizations — from private sector businesses to governments and health-care organizations — even if the prospect makes some existing leaders uncomfortable.

Using the tools of co-creation where we once used management hierarchies means expanding the rigid boundaries between the social, professional and personal, which we have been clinging to in corporate settings for too long.

Workers are demanding a more human-centric future, with space for trust and vulnerability. There is no going back to the “before world.” Management is over. The era of co-creation is underway. The Conversation


David Weitzner, Assistant professor, Administrative Studies, York University, Canada




This article is republished from The Conversation under a Creative Commons license.


Article 01

Women in Economics: Gita Gopinath
by CEPR (Centre for Economic Policy Research) & VideoVox Economics


As part of her work to foster sustainable growth, Gita Gopinath emphasises how countries need to ensure that all people can benefit from new growth opportunities. Taking action that boosts economic growth while at the same time improving inclusiveness is needed across all economies, according to Gopinath. “How do you continue to raise income levels and improve the livelihoods of people while at the same time not creating increased inequality? How do we get people who have otherwise not been big participants in the global economy to play a bigger role? All of this is important for sustainability.”

How can countries grow sustainably?



Gita Gopinath

Gita Gopinath is the First Deputy Managing Director of the International Monetary Fund (IMF) as of January 21, 2022. In that role she oversees the work of staff, represents the Fund at multilateral forums, maintains high-level contacts with member governments and Board members, the media, and other institutions, leads the Fund’s work on surveillance and related policies, and oversees research and flagship publications.

Ms. Gopinath previously served as the Chief Economist of the Fund from 2019-22. In that role, she was the Economic Counsellor of the Fund and Director of its Research Department. She helmed thirteen releases of the World Economic Outlook, including forecasts of the impact of the Covid-19 pandemic on the global economy. She co-authored the “Pandemic Paper” on how to end the COVID-19 pandemic that set globally endorsed targets for vaccinating the world and led to the creation of the Multilateral Task Force made up of the leadership of the IMF, World Bank, WTO, and WHO to help end the pandemic and the establishment of a working group with vaccine manufacturers to identify trade barriers, supply bottlenecks, and accelerate delivery of vaccines to low- and lower-middle income countries. She also worked with other Fund departments to connect with policy makers, academics, and other stakeholders on a new analytical approach to help countries respond to international capital flows via the Integrated Policy Framework. She also helped set up a Climate Change team inside the IMF to analyze, among other things, optimal climate mitigation policies.

Prior to joining the IMF, Ms. Gopinath was the John Zwaanstra Professor of International Studies and of Economics at Harvard University’s economics department (2005-22) and before that she was an assistant professor of economics at the University of Chicago’s Booth School of Business (2001-05). Her research, which focuses on International Finance and Macroeconomics, is widely cited and has been published in many top economics journals. She has authored numerous research articles on exchange rates, trade and investment, international financial crises, monetary policy, debt, and emerging market crises.

Ms. Gopinath is an elected fellow of the American Academy of Arts and Sciences and of the Econometric Society, and a member of the Group of Thirty. She has previously served as the co-director of the International Finance and Macroeconomics program at the National Bureau of Economic Research (NBER), a member of the economic advisory panel of the Federal Reserve Bank of New York and a visiting scholar at the Federal Reserve Bank of Boston. She is the co-editor of the current Handbook of International Economics and was earlier the co-editor of the American Economic Review and managing editor of the Review of Economic Studies.

Ms. Gopinath was born in India and is a U.S. national and an overseas citizen of India. She has received numerous awards and commendations. In 2021, Financial Times named her among the ‘25 most influential women of the year’, the International Economic Association named her the Schumpeter-Haberler Distinguished Fellow, the Agricultural & Applied Economics Association recognized her with the John Kenneth Galbraith Award, and the Carnegie Corporation named her among ‘Great (American) Immigrants’. She was named among the Bloomberg ‘50 people who defined 2019’, a ‘Top Global Thinker’ by Foreign Policy, and among the ‘Women who Broke Major Barriers to Become Firsts' by Time Magazine.

Ms. Gopinath is the recipient of the Pravasi Bharatiya Samman, the highest honor conferred on overseas Indians by the Government of India, and the Distinguished Alumnus Award from the University of Washington. The IMF named her one of the ‘top 25 economists under 45’ in 2014, she was chosen as one of the ‘25 Indians to Watch’ by the Financial Times in 2012, and she was selected as a Young Global Leader by the World Economic Forum in 2011.

Ms. Gopinath received her Ph.D. in economics from Princeton University in 2001, after earning a B.A. from Lady Shri Ram College and M.A. degrees from Delhi School of Economics and the University of Washington.

Last updated: January 21, 2022



The Future Now Show

"Who's gonna pay for it?"
The Cost of A Pro Human Future

with Brett King & Miss Metaverse

Brett King, the author of a new book titled The Rise of Technosocialism, to discuss how 21st century economics will be reframed by inequality, automation and climate change. Right now inflation is a massive issue, but it’s just the start of some seismic changes to core economics set to hit humanity over the next few decades. Which future scenario is likely?







The Rise of Technosocialism: How Inequality, AI and Climate will Usher in a New World
by Brett King, Richard Petty, Dr. Harry Kloor (Foreword)

The 21st century is going to be the most disruptive, contentious period humanity has ever lived through. It will challenge our most sacred ideologies around politics, economics and social constructs. It will force humanity to adapt in ways we can't yet imagine.

If the cost of providing universal health care is lower than the cost of building a political movement to prevent it, would politicians still view it as socialism? In a world where algorithms and robots take the jobs of immigrants and citizens alike, are border controls an effective response? If unemployment skyrockets due to automation, would conservative governments rather battle long-term social unrest, or could they agree on something like universal basic income? When renewable energy sources are a fraction of the cost of coal-generated electricity, should lobbyists be able to prevent changes to energy infrastructure? When the crowd's mood is measured in influence and exabytes, will real-time democracy render elections a thing of the past?

Brett King and Dr. Richard Petty explore the seismic social changes that will be thrust on the world over the coming decades. The Rise of Technosocialism seeks to answer both how our children will live with AI and climate disruption, along with which economies will likely emerge victorious in an always-on, smart world.





Brett King
Bestselling Author, Futurist, Founder, Podcast/Radio Show Host, Fintech Hall of Fame, Media Personality
The Futurists Podcast

The Rise of Technosocialism
Augmented: Life In The Smart Lane
Bank 4.0


Katie (Miss Metaverse™) King
Futurist and Content Creator
Cary, North Carolina, USA

Felix B Bopp
Producer of The Future Now Show

The Future Now Show

You can find The Future Now Show also at

LinkedIn: The Future Now Show Group
YouTube: The Future Now Show Channel


Article 02

Corporate Responsibility

by World Bank


Corporate Responsibility

The World Bank Group is committed to ending extreme poverty and boosting shared prosperity in a sustainable manner. The World Bank manages the environmental, social, and economic impacts of its internal business operations by striving for net positive impacts on the ecosystems, communities, and economies where we have offices. The World Bank’s annual Global Reporting Initiative (GRI) Index and biennial Sustainability Review present details on the sustainability considerations of our operations and corporate practices.


The Corporate Responsibility Strategic Plan focuses on the World Bank’s efforts to: review mandates and progress on Corporate Responsibility at the World Bank; evaluate the current Corporate Responsibility landscape and trends; engage stakeholders for input on Corporate Responsibility issues; identify implementation priorities; and establish a rolling three-year implementation plan for Corporate Responsibility.

The priority areas have been identified by carrying out a survey of international financial institutions, non-governmental organizations, the private sector, and sustainability news outlets. Internal stakeholders from across the institution confirmed the analysis and have identified paths forward.

An action plan to set long-term targets within these impact areas has been approved by the Managing Director & Chief Administrative Officer.


10 Sustainability Principles are the bedrock for embedding sustainability in the Bank's decisions across its internal operations. Using these Principles in a systematic way will positively impact how we operate our facilities worldwide as well as throughout our supply chain.

WB Corporate Sustainability Principles

1. Be Climate Resilient
2. Be Energy Smart
3. Be Water Efficient
4. Ensure Resource Efficiency
5. Reduce Waste
6. Promote Sustainable Land Management
7. Eliminate Corruption
8. Enhance Diversity & Inclusion
9. Ensure Staff Wellbeing
10. Engage & Preserve the Community


You can read about progress made in the 2021 Sustainability Review, 2022 Global Reporting Initiative (GRI) Index, and 2022 World Bank Annual Report as well as in our submission to the 2022 United Nation’s Greening the Blue Report. The World Bank uses a detailed materiality methodology to determine what aspects to include in our reporting.




News about the Future

> Namati
> Prospect


Namati is dedicated to putting the power of law in the hands of people.

Namati is a learning organization. With our partners and our network members, we are continually working to understand how best to advance justice through legal empowerment.

To date, we have authored or co-authored over 200 publications, including books, policy briefs, essays, peer-reviewed articles, and guides for practitioners.

How We Create Impact in the countries where we work directly:
1. Paralegals work with communities to solve justice problems at the grassroots. Together, they protect community lands, enforce environmental law, and secure basic rights to healthcare and citizenship. These remedies improve the lives of hundreds of thousands of people every year.
2. The individuals who work closely with the paralegals learn about their rights and how to realize them using the law. They often go on to support others in their communities, creating ripples of empowerment.
3. We draw on grassroots experience to advocate for changes that make the system better for everyone. Paralegals rigorously collect data on every case they handle. We assess that information to identify where systems are failing and how they can improve. Together with the communities with which we work, we use that information to advocate for reforms to laws and policies. These changes can positively affect entire nations.
And the cycle continues… Once reforms are adopted, paralegals and communities bring the new laws or policies to life by using them to solve specific problems. It is through this cycle that we advance justice and democratize law.

4. We learn from each other to get better. We foster learning among network members, online and in-person. By sharing evidence, challenges, and lessons from practice, our community becomes more effective.
5. We strive to transform the policy environment for legal empowerment. Together with network members, we advocate for policies that will create the space and structures for our members to work effectively and independently.

The Legal Empowerment Network is the world’s largest community of grassroots justice defenders. By the end of 2021, over 11,000 individuals in 170 countries, representing over 2,800 civil society organizations, had joined the network.


Prospect, an open-source data and transaction platform, has been launched with support from the European Union, Germany, Sweden, the Netherlands and Austria.

According to GET.invest, the platform is the first global open-source, product-agnostic, real-time and free-of-charge data and transaction platform that automatically collects, aggregates, analyses and displays data from all modern sustainable energy solutions.
Through such facilitation, it aims to coordinate big data analysis on any product segment, region, and country in near real-time. It tracks energy services ranging from small solar home systems to large mini-grids and grid-connected distribution networks.

Open source and free
Prospect is free of charge and can be easily adapted to own needs, deployed on own premises if needed and is supported by a growing international community.
Prospect serves as trusted third party for programme managers and sector stakeholders to provide reliable data that allow direct actions.




Article 03

The development of a discipline
by Peter van Gorsel

Peter van Gorsel

HR, the management of work, culture and people towards a desired end, is a fundamental activity in any organization. It is an inevitable
consequence of starting, growing and developing an organization. This article takes a brief look at, what could become a history of human resources.


Fundamental activity

One of the earliest examples is the way the Romans recruited their army. To the Romans of the early republic serving in the legion and war itself were the same thing. For Rome had no army unless it was at war. As long as there was peace, people stayed at home and there was no army. Rome is still known today for being in a state of near constant warfare. The changeover from peace to warfare was a mental as well as spiritual change. When war was decided upon by the senate then the doors to the temple of the god Janus would be opened. Only once Rome was at peace would the doors be closed again.

Classic elements

For the citizen becoming a soldier was a transformation far beyond simply donning his armour. It was down to the capitol that the consul(s) would, together with their military tribunes select their men. First to be chosen from would be the wealthiest, most privileged. Last to be chosen were fromthe poorest, least privileged. Care would be taken not to deplete completely the number of men of a particular class or tribe. The typical recruit to the Roman army would present himself for his interview, armed with a letter of introduction.The letter would generally have been written by his family's patron, a local official, or perhaps his father.The title for this interview was the probatio.All classic elements of managing human resources seem to be present: selection, change, recruitment, interviews, network, transformation, managing resources.

Common use of HR

The term human resource management has been commonly used for the last ten or 15 years. As a term it became a household name widely used in the 1980s and 1990s as a shorthand for the managingof human resources next to all the other resources that needed to be managed. HR took off as a response to competitive pressure, mainly American organizations, began to experience a change in the 70's. However, it was not until the 20th century that HR departments were formally developed and tasked with addressing misunderstandings between employees and their employers, becoming the link between strategy, planning and execution.

The origin of the term "HR" is believed to have emerged in the late 19th century, when the generic term "personnel" came into fashion to refer to the management of people within an organization as a source of production on an almost machine-like basis. John R. Commons, an American institutional economist, first coined the term human resource in his book The Distribution of Wealth, published in 1893. The name change is, however, not merely cosmetic. It formally coupled three fields: administration, management and resource planning. Prior to that the field was, and was for a long period, generally known as personnel administration. Staff and personnel are synonyms, but nor always interchangeable. The latter usually refers to organization charts (personnel department) and accounting (personnel expenses) and is used more generically. Staff is more usually in collocations like in a member of staff.

From administration to staff function

Personnel administration, emerging in 1920's as a clearly defined field, was largely concerned with the technical aspects of hiring & firing, evaluating, and compensating employees. At its best it was very much a 'staff and support" function in most organizations.

These departments and their staff were still regarded as facilitating the process rather than playing a strategic role. There have been notable attempts to capture the changing nature of personnel roles in response to major transformations in the workplace and the associated rise of 'HR'. The field did not normally focus on the relationship of separate employment practices, a.k.a. organizational silos, on the overall organizational performance or on the systematic relationship between such practices, nor on the aspect of organizing and retaining knowledge, which did not appear until the Information Age, also known as the Digital Age, which begins in the mid-to-late 20th century CE and lasts to the present day, representing the current time period we are now in.

HR development was further a result of other external factors such as globalization, deregulation and to keep up rapid (technological) change. The field of human resources as we came to know it today, however, did not truly develop until the 20th century. The increasing complexity of the modern workplace and the need to manage a diverse workforce led to the creation of specialized roles and departments devoted to managing personnel. The Human Resources (HR) function has always been on the forefront of integrating technology in organizations. In fact, one of the earliest business processes to be automated was the payroll administration. Since then, HR has continued to merge new technology with old processes; increasing efficiency, producing reports and improving decision making.

Thought leaders

A decade ago (1992) Storey explored the emerging impact of workplace change on personnel practice in the UK and proposed a new fourfold typology of personnel roles: 'advisors', 'handmaidens', 'regulators' and 'changemakers'. Have these four roles changed now that HR has increasingly become part of the rhetoric and reality of organizational change and performance? If Storey's work provides an empirical and analytical benchmark for examining issues of 'role change', then Ulrich work (1997) in the USA offers a sweeping prescriptive endpoint for the transformation of personnel roles that has already been widely endorsed by UK practitioners. He argues that HR professionals must overcome the traditional marginality of the personnel function by embracing a new set of roles as champions of competitiveness in delivering value. Is this a realistic ambition? The new survey findings and interview evidence from HR managers in major UK companies presented here suggests that the role of the personnel professional has changed in a number of significant respects, and has become more multifaceted and complex, but the negative counter-images of the past still remain. To partly capture the process of role change.

Storey's original fourfold typology of personnel roles is re-examined and contrasted with Ulrich's prescriptive vision for the reinvention of the HR function. Storey's typology has lost much of its empirical and analytical veracity, while Ulrich's model ends in prescriptive overreach by submerging issues of role conflict within a new rhetoric of professional identity. Neither model can adequately accommodate the emergent tensions between competing role demands, ever-increasing managerial expectations of performance and new challenges to professional expertise, all of which are likely to intensify in the future.

A high-performance organization

Human Resources (HR) is a commonly used term in the business world to refer to the department or function within an organization responsible for managing personnel. Some organizations may use alternative terms such as "people and culture" or "talent management" to reflect a focus on employee engagement and development. However, the term "Human Resources" is widely recognized and understood. A high-performance organization (HPO) cannot exist without an elevated value placed on human resource management (HR) and human resource development (HRD). However, a complementary pairing of HR and HRD has not always existed. The evolution of HRD from its roots in the transference of human knowledge to HRM and present day HRD activities reveals that environmental, social, and political influences have escalated the need for organizations to focus employee development in the areas of flexibility, innovation, and capability. Building on a close association between the attributes of a HPO and the skills transferred through an effective collaboration of HRM and HRD activities.

The future of HR is likely to involve a greater focus on technology and automation, as well as the use of data analytics to improve decision-making and drive business performance. Additionally, there will likely be a greater emphasis on diversity, equity, and inclusion, as well as on the development of a more flexible and agile workforce.

Other trends may include the use of virtual reality and other emerging technologies for training and development, and the use of artificial intelligence and machine learning to assist with recruitment and talent management. HR officers can play an important role in the decision-making process of a company, and as such, it can be beneficial for them to have a seat in the boardroom. They can bring valuable insights and perspective on issues related to the company's workforce, such as recruitment, retention, employee engagement and compliance with labour laws. However, whether or not HR officers should have a seat in the boardroom depends on the specific needs and structure of the company.

The CHRO as part of the executive leadership team

Why does the CFO always have the 'ear' of the CEO? Because of the numbers. We now have tools and methods to quantify HR's capabilities. The time of the reactive HR department is gone and is not coming back. HR must now function as a full leadership member of the senior strategy team; having more influence now The CHRO has become one of the most important and enhanced roles on the executive leadership team. This has by no means, always been the case. The CHRO, previously director of personnel, traditionally played a largely administrative role and was not always part of the decision-making unit. Trends over the years clearly show the development:

  • 1980's HR goes strategic but still in the silo
  • 1990's HR at the table part of the DMU
  • 2000's HR at executive level the C is added to the function

Today's HR leaders face challenges that affect his functioning: competitive business environment, changing economy, multiple crises, and hybrid working. This in turn creates challenges for leaders and employees. There is no magical formula but there are important lessons to be learned. Success depends on active roles:

  • External business leader
  • Internal business leader
  • Employee advocate
  • Knowledge advocate
  • Team leader
  • Brand ambassador

Supporting factors

Neuropsychology can be important for HR because it can help HR professionals understand how the brain processes information and how that can impact employee behaviour, decision-making, and performance. This knowledge can be used to improve communication and training, design more effective management strategies, and create a more positive and productive work environment. However, it's important to note that neuropsychology is just one aspect of HR and there are many other factors that are important to consider when managing and developing a workforce.

It can predict skill needs and development, steer learning and development, tackle diversity, inclusion and equality. Attracting a more balanced workforce, improving employee satisfaction and future revenue. We can now add human capital as astrategic asset and manage it the same way other, hard and legal assets are managed.

The value proposition for consultancy based on neuroscientific insights is that it can provide businesses and organizations with a better understanding of how the human brain processes information and makes decisions. This knowledge can then be used to create more effective marketing campaigns, improve product design, and enhance employee training and development programs. Additionally, neuroscientific insights can be used to develop more engaging and effective user interfaces, and to create more personalized and effective customer experiences. Overall, the use of neuroscientific insights in consulting can help organizations better understand and influence human behaviour, resulting in increased productivity and profitability.

AI has the potential to significantly impact the hiring process by automating certain tasks and making the process more efficient. However, it is unlikely that AI will completely replace human hiring managers. AI can assist in tasks such as resume screening and scheduling interviews, but ultimately, human decision-making and judgment are still necessary in the hiring process. Additionally, AI can be bias, due to the data it has been trained on. Therefore, it is important to ensure that AI systems are designed and implemented in a fair and unbiased manner.


Peter van Gorsel
Senior partner at


Recommended Book

The Ministry for the Future
by Kim Stanley Robinson



Established in 2025, the purpose of the new organization was simple: To advocate for the world's future generations and to protect all living creatures, present and future. It soon became known as the Ministry for the Future, and this is its story.

From legendary science fiction author Kim Stanley Robinson comes a vision of climate change unlike any ever imagined.

Told entirely through fictional eye-witness accounts, The Ministry For The Future is a masterpiece of the imagination, the story of how climate change will affect us all over the decades to come.

Its setting is not a desolate, post-apocalyptic world, but a future that is almost upon us - and in which we might just overcome the extraordinary challenges we face.

It is a novel both immediate and impactful, desperate and hopeful in equal measure, and it is one of the most powerful and original books on climate change ever written.

Kim Stanley Robinson is an American science fiction writer, probably best known for his award-winning Mars trilogy.

His work delves into ecological and sociological themes regularly, and many of his novels appear to be the direct result of his own scientific fascinations, such as the 15 years of research and lifelong fascination with Mars which culminated in his most famous work. He has, due to his fascination with Mars, become a member of the Mars Society.

Robinson's work has been labeled by reviewers as "literary science fiction".



Article 04

Here’s how your holiday photos could help save endangered species 
by Kasim Rafiq, Liverpool John Moores University


Kasim Rafiq

Kasim Rafiq, Liverpool John Moores University

Animal populations have declined on average by 60% since 1970, and it’s predicted that around a million species are at risk of extinction. As more of the Earth’s biodiversity disappears and the human population grows, protected landscapes that are set aside to conserve biodiversity are increasingly important. Sadly, many are underfunded – some of Africa’s most treasured wildlife reserves operate in funding deficits of hundreds of millions of dollars.

In unfenced wilderness, scientists rarely have an inventory on the exact numbers of species in an area at a particular time. Instead they make inferences using one of many different survey approaches, including camera traps, track surveys, and drones. These methods can estimate how much and what kind of wildlife is present, but often require large amounts of effort, time and money.

Camera traps are placed in remote locations and activated by movement. They can collect vast quantities of data by taking photographs and videos of passing animals. But this can cost tens of thousands of dollars to run and once in the wild, cameras are at the mercy of curious wildlife.

Track surveys rely on specialist trackers, who aren’t always available and drones, while promising, have restricted access to many tourism areas in Africa. All of this makes wildlife monitoring difficult to carry out and repeat over large areas. Without knowing what’s out there, making conservation decisions based on evidence becomes almost impossible.

Citizen science on Safari

Tourism is one of the fastest growing industries in the world – 42m people visited sub-Saharan Africa in 2018 alone. Many come for the unique wildlife and unknowingly collect valuable conservation data with their phones and cameras. Photographs on social media are already being used to help track the illegal wildlife trade and how often areas of wilderness are visited by tourists.

Despite this, tourists and their guides are still an overlooked source of information. Could your holidays snaps help monitor endangered wildlife? In a recent study, we tested exactly this.

Partnering with a tour operator in Botswana, we approached all guests passing through a safari lodge over three months in the Okavango Delta and asked them if they were interested in contributing their photographs to help with conservation. We provided those interested with a small GPS logger – the type commonly used for tracking pet cats – so that we could see where the images were being taken.

We then collected, processed, and passed the images through computer models to estimate the densities of five large African carnivore species – lions, spotted hyaenas, leopards, African wild dogs and cheetahs. We compared these densities to those from three of the most popular carnivore survey approaches in Africa – camera trapping, track surveys, and call-in stations, which play sounds through a loudspeaker to attract wildlife so they can be counted.

The tourist photographs provided similar estimates to the other approaches and were, in total, cheaper to collect and process. Relying on tourists to help survey wildlife saved up to US$840 per survey season. Even better, it was the only method to detect cheetahs in the area – though so few were sighted that their total density couldn’t be confirmed.

Thousands of wildlife photographs are taken every day, and the study showed that we can use statistical models to cut through the noise and get valuable data for conservation. Still, relying on researchers to visit tourist groups and coordinate their photograph collection would be difficult to replicate across many areas. Luckily, that’s where wildlife tour operators could come in.

Tour operators could help collect tourist images to share with researchers. If the efforts of tourists were paired with AI that could process millions of images quickly, conservationists could have a simple and low-cost method for monitoring wildlife.

Tourist photographs are best suited for monitoring large species that live in areas often visited by tourists – species that tend to have high economic and ecological value. While this method perhaps isn’t as well suited to smaller species, it can still indirectly support their conservation by helping protect the landscapes they live in.

The line between true wilderness and landscapes modified by humans is becoming increasingly blurred, and more people are visiting wildlife in their natural habitats. This isn’t always a good thing, but maybe conservationists can use these travels to their advantage and help conserve some of the most iconic species on our planet. The Conversation

Kasim Rafiq, Postdoctoral Researcher in Wildlife Ecology and Conservation, Liverpool John Moores University

This article is republished from The Conversation under a Creative Commons license.


Climate Change Success Story

Eco-friendly Tourism



What Is Ecotourism & Why Should We Be Ecotourists?
by Dr Hayley Stainton

Ecotourism is growing in popularity around the world (which is a great thing!). But what is ecotourism and why is ecotourism important? In this video I will tell you what ecotourism is and give a range of examples of how ecotourism can take place and how you can be an ecotourist. Essentially a form of sustainable tourism, ecotourism is generally viewed as a positive type of tourism, that has favourable impacts on the environment and society. Learn more about ecotourism in this video!



Eco India: India's tradition to worship nature is proving to be beneficial for conservation efforts
by DW and



The Brutally Honest Sustainable Tourism Video
by ReThinkingTourism



What is sustainable tourism?
by The Travel Foundation

By its very nature, tourism values the things that are most precious in our world: stunning landscapes, wildlife, history, culture and people. Tourism can be a catalyst for growth in the local economy, providing good quality jobs, opportunities for enterprise and funds for conservation. But if it is not managed well, tourism can have negative impacts on local communities and environments, creating long term problems for local residents, which can ultimately lead to the decline of tourism in the destination.

The aim of sustainable tourism is to increase the benefits and to reduce the negative impacts caused by tourism for destinations. This can be achieved by:

  • Protecting natural environments, wildlife and natural resources when developing and managing tourism activities
  • Providing authentic tourist experiences that celebrate and conserve heritage and culture
  • Creating socio-economic benefits for communities through employment and income earning opportunities




Costa Rica is one of the most well-known examples of ecotourism. It's a tropical destination boasting rainforests, cloud forests, countless beaches, volcanoes and mountains.

How to help communities thrive through ecotourism
by WWF International

Ecotourism is thriving in Costa Rica, benefiting both locals and wildlife. Here’s how one community shared camera trap images online and attracted ecotourists to their patch of jungle.



Can eco-tourism help save the ocean?
by The Economist



Green Travel and Sustainable Travel Practices
by AltexSoft



The International Ecotourism Society

Founded in 1990, The International Ecotourism Society (TIES) has been on the forefront of the development of Ecotourism, providing guidelines and standards, training, technical assistance, and educational resources.

The International Ecotourism Society is a nonprofit organization dedicated to promoting ecotourism. Founded in 1990, TIES has been on the forefront of the development of ecotourism, providing guidelines and standards, training, technical assistance, and educational resources. TIES’ global network of ecotourism professionals and travelers is leading the efforts to make tourism a viable tool for conservation, protection of bio-cultural diversity, and sustainable community development.

Through membership services, industry outreach and educational programs, TIES is committed to helping organizations, communities and individuals promote and practice the principles of ecotourism. TIES currently has members in more than 190 countries and territories, representing various professional fields and industry segments including: academics, consultants, conservation professionals and organizations, governments, architects, tour operators, lodge owners and managers, general development experts, and ecotourists.

The International Ecotourism Society (TIES) is a nonprofit organization dedicated to promoting ecotourism. Founded in 1990, TIES has been on the forefront of the development of ecotourism, providing guidelines and standards, training, technical assistance, and educational resources. TIES’ global network of ecotourism professionals and travelers is leading the efforts to make tourism a viable tool for conservation, protection of bio-cultural diversity, and sustainable community development.

Through membership services, industry outreach and educational programs, TIES is committed to helping organizations, communities and individuals promote and practice the principles of ecotourism. TIES currently has members in more than 190 countries and territories, representing various professional fields and industry segments including: academics, consultants, conservation professionals and organizations, governments, architects, tour operators, lodge owners and managers, general development experts, and ecotourists.


European Union
Sustainable Tourism

Cycling routes
Cycling routes are a great example of sustainable, environmentally friendly tourism. From 2009 to 2011, the European Commission awarded a series of grants to selected projects that support the development and promotion of cycling routes throughout Europe.

Sustainable transnational tourism products
To diversify the EU tourism offer, the European Commission offers co-funding through the COSME programme to sustainable transnational tourism products.

European Tourism Indicators System for sustainable destination management
Tourist destinations are increasingly being called upon to tackle social, cultural, economic, and environmental challenges. To help them measure their performance in relation to sustainability, the European Commission has developed a ‘European Tourism Indicators System’ (ETIS).

The competitiveness of the European tourism industry is closely linked to its sustainability and the European Commission works on a number of initiatives in this area.

The competitiveness and sustainability of the tourism industry go hand-in-hand as the quality of tourist destinations is strongly influenced by their natural and cultural environment and their integration into the local community.

Long-term sustainability requires a balance between economic, socio-cultural, and environmental sustainability. The need to reconcile economic growth and sustainable development also has an ethical dimension.


The Commission Communication, ‘Agenda for a sustainable and competitive European tourism’ proposes solutions to the challenges of sustainable tourism, see background.

Sustainable tourism actions
Diversifying the EU tourism offer - sustainable transnational tourism products

As part of its work in diversifying the tourism experiences on offer in the EU, the Commission co-funds sustainable transnational tourism products that can contribute to tourism growth.

These are thematic products and services in areas such as environmentally friendly tourism including cycling routes, sports and wellbeing tourism, nature tourism, and cultural routes crossing Europe.

Sustainable transnational tourism products

The European Tourism Indicators System (ETIS)

Because tourist destinations are increasingly called upon to measure their performance in relation to sustainability, the Commission has developed a European Tourism Indicators System as a simple method for measuring sustainability performance.

The European Tourism Indicators System for sustainable management at destination level

The EU Ecolabel and EMAS

The EU Ecolabel is a voluntary tool that is available to tourism accommodation services willing to prove and promote their environmental excellence. Specific EU Ecolabel criteria have been developed for tourist accommodation and campsite services.

EMAS registration allows actors in the tourism sector to improve their environmental performance and promote the quality of their services. EMAS best environmental management practice document can guide them in this process.



Major challenges for sustainable tourism include

  • preserving natural and cultural resources
  • limiting negative impacts at tourist destinations, including the use of natural resources and waste production
  • promoting the wellbeing of the local community
  • reducing the seasonality of demand
  • limiting the environmental impact of tourism-related transport
  • making tourism accessible to all
  • improving the quality of tourism jobs

The 2007 Commission Communication, ‘Agenda for a sustainable and competitive European tourism’ recommended the use of the following principles to address these challenges

  • taking a holistic, integrated approach
  • planning for the long term
  • adopting an appropriate pace of development
  • involving all stakeholders
  • using the best available knowledge
  • minimising and managing risk
  • reflecting impacts in costs
  • setting and respecting limits
  • practising continuous monitoring





Futurist Portrait

Stefan Hyttfors



Stefan Hyttfors is a futurist keynote speaker. He lectures on how innovation, disruptive technologies and behavioral change affects the world. The mission is to inspire as many as possible to embrace change.

Hunting for the unknown. Not a big fan of plans. Believe in constant learning.

Stefan Hyttfors' story

"I’m not a big fan of plans. Plans can only do two things. Either they become stories we tell ourselves about how we controlled the events and outcomes of our lives – that kind of plan can help us look cooler, smarter or grittier than we really are – or they can severely constrict us. Sticking to them doesn’t help because we can’t predict the future. I believe in being open and curious – having a map and a compass, but no fixed route.

As a teenager I thought photojournalists had the coolest job on the planet, sending home pictures of wars and elections, sporting events and natural disasters. That was how the rest of us got to see the world. The dream was so addictive that it eclipsed everything else. I flunked out of high school and started photographing like a maniac. I hung around the news floor at a daily paper, a tentative teenager with wild expectations, like an office mascot. I managed to sell a couple of pictures from sites of accidents or hockey games. Back then I was interested in North America and wanted to see if I could make a living over there. I felt my camera could take me anywhere.

So I moved to Los Angeles, then ended up in New York where I stayed for five years and had the time of my life. It was a constant challenge. It was only when my girlfriend and I were expecting a child that we decided to move back to Sweden and see if we could find new footing here. After a few right turns and a couple of wrong ones, my experience in media landed me a position as photo editor-in-chief at the paper where I used to work. It was bad timing. This was during a period of downsizing and the executive position meant I had to lay off my old friends in the staff, people I had worked with for years. I sometimes had to go out running twice a day just to sweat out the anxiety. Eventually I reached a tipping point. I felt that if I stayed any longer I’d end up becoming one of “those” executives who just clings to job safety.

I resigned, and I got a few gigs here and there helping corporations with media. Then I founded a public relations agency with three friends, Wenderfalck PR. We had a lucky start and we grew quickly. Within a few years we had twenty employees and our office in a skyscraper. We won awards, the whole shebang. It took me five years to figure out I wasn’t enjoying it. I’m a doer by nature and now I was a manager again. I also grew cynical. What were we really selling? We were helping the largest companies persuade the public. My ideas of right and wrong was making it hard to get out of bed in the morning. I was putting makeup on the same old facades.

I’ve always despised the cowardice of people who are only in it for the money. Now I was one of them. Some people are happy doing PR but I wasn’t. I quit the company I founded. It’s a lot like a divorce.

Since then I’ve been riding solo. I tell others that small organizations are the future, and the smallest, most agile organization conceivable is the one man operation. I’m curious to meet the future, and to see how it will change my plans for the better.

I’m convinced there’s only one source of security in life, and that’s your belief in your own ability. You need confidence to take risks. And throughout my life I’ve had a feeling that whatever situation I get into I will handle it. My favorite question is simply:

Why not?"



Stefan Hyttfors is an acclaimed futurist, author and global speaker.

Stefan has a background as a journalist and economist, today he is one of Europe’s leading voices on disruptive technologies, behavioral change and next-generation leadership. His presentations are tailor-made but always with a solid foundation about sustainability, globalization and digitalization. The feedback from the audience is always a mix of “inspiring and entertaining but with an important sense of urgency”.

According to Stefan the future is not to be predicted, it is to be created. His vision is to help companies and individuals embrace change on a global scale to create a better future.

Stefan has been awarded the Swedish Speaker of the Year twice.

Noteworthy clients include:
Microsoft, IBM, Ericsson, HP, Spotify, Gartner, Deloitte, PwC, Swedbank, DnB, LSEG, AstraZeneca, Skanska, E.on, BMW, Toyota, Mercedes Benz, Unilever, H&M, Nike, IKEA.




3 Future Scenarios
by Stefan Hyttfors



Time For Optimism
by Stefan Hyttfors





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